https://www.iiste.org/Journals/index.php/PPAR/issue/feedPublic Policy and Administration Research2024-02-17T14:37:45+00:00Alexander Deckeradmin@iiste.orgOpen Journal Systems<p><span id="internal-source-marker_0.04939836589619517">Public Policy and Administration Research <span id="internal-source-marker_0.04939836589619517">is a peer reviewed journal published by IISTE. The journal publishes original papers at the forefront of public policy shaping, decision making and administrative issues. The journal is published in both printed and online versions. The online version is free access and download.</span></span></p><p><span><span>IISTE is a member of <a href="http://www.crossref.org/01company/17crossref_members.html">CrossRef</a>.</span></span></p><p><span><span><span>The DOI of the journal is: https://doi.org/10.7176/PPAR</span><br /></span></span></p>https://www.iiste.org/Journals/index.php/PPAR/article/view/62099Journal coverpage2024-02-17T14:37:45+00:00Journal Editord@d.comJournal coverpagehttps://www.iiste.org/Journals/index.php/PPAR/article/view/62100Assessing Service Satisfaction: Insights from Pasir Gudang Municipal Council2024-02-17T14:37:45+00:00Chia-Hung Chend@d.comKwai-Seng Leongd@d.com<p>In the dynamic socio-economic context, demand for high-quality government services is rising. Despite Malaysian government reforms, public dissatisfaction persists with government agency services. This study uses Parasuraman, Zeithaml, and Berry's service quality model to examine the gap between public expectations and satisfaction, specifically with Pasir Gudang Municipal Council's services. It aims to evaluate the council's service quality and public satisfaction levels. Significant findings reveal disparities between the council's services and public expectations, especially in "empathetic concerns," "dependable responses," and "physical facilities." While the council meets basic service needs, enhancing focus on the public's specific needs is crucial for improving overall satisfaction.</p> <p><strong>Keywords:</strong> Pasir Gudang Municipal Council, Service Quality, Degree of Expectation, Satisfaction</p> <p><strong>DOI: </strong>10.7176/PPAR/14-1-01</p> <p><strong>Publication date: </strong>January 31<sup>st</sup> 2024</p>https://www.iiste.org/Journals/index.php/PPAR/article/view/62101Implementation Strategy of Internal Quality Assurance System (SPMI) at Tanjungpura University Pontianak2024-02-17T14:37:45+00:00Sri Maryunid@d.comSulistyarini .d@d.comBujang Harund@d.comSyarifah Suryanid@d.com<p>The Internal Quality Assurance System (SPMI) is a vital aspect of higher education management, serving as the foundation for educational institutions to ensure service quality and educational excellence. This research aims to identify the challenges in implementing the SPMI policy at Tanjungpura University. It analyzes communication strategies, resources, disposition, and organizational structure that can enhance the success of SPMI implementation in building a quality culture in the university. The study uses a descriptive approach with qualitative analysis, focusing on George C. Edward III's Implementation Model. This model emphasizes that policy implementation success is influenced by various factors, including communication, resources, disposition, and bureaucratic structure. The main findings indicate a limited understanding of the SPMI policy among faculty, department, and program officials. Additionally, there is a lack of inclusive active participation from faculty members and educational staff. The study recommends an increase in the number of Internal Quality Audit (AMI) auditors. The research also highlights progressive efforts and sustained commitment to improving university quality through the legitimacy of the Institute for Learning Development and Quality Assurance (LPPPM) and the Institute for Research and Community Service (LPPM) at Tanjungpura University. Recommendations ensure the involvement of all faculty members and educational staff in SPMI policy socialization, increase the number of AMI auditors, and implement more effective follow-ups on AMI results.</p> <p><strong>Keywords: </strong>Strategy, Implementation, Sistem Penjaminan Mutu Internal (SPMI), Tanjungpura University.</p> <p><strong>DOI: </strong>10.7176/PPAR/14-1-02</p> <p><strong>Publication date: </strong>January 31<sup>st</sup> 2024</p>https://www.iiste.org/Journals/index.php/PPAR/article/view/62102Managerial Leadership, Governance and Service Delivery: A Critical Review of Literature2024-02-17T14:37:45+00:00Abreham Legasd@d.com<p>Service delivery is the most widely used measure of performance in the public sector. This paper is a critical review of the literature with a focus on how service delivery is linked to leadership, management and governance practices. The four concepts explaining the variables under study in this paper are introduced through a brief presentation. The study discusses theoretical perspectives deemed most appropriate for this work. These are the path-goal theory, resource-based view and principal-agent theory. There are numerous studies which have taken different methodology approaches and are conducted in diverse contexts. There, however, exist conceptual, theoretical, methodological and contextual gaps which need to be addressed in future studies. The key emerging knowledge gap is the fact that the available studies have not investigated the link between leadership, management and governance on one hand and service delivery on the other. Given the importance of improving service delivery, it is therefore imperative for scholars and practitioners to understand the nature of this link and to explore it to improve, especially with regard to the public sector entities. The review has developed a clearer understanding of the concepts and how they relate to the theoretical perspectives. The review underscores the need for practitioners to work towards ensuring organisations are aligned with best practices for leadership, management and governance to ensure better service delivery. The review further highlights the need for policymakers to put in place a regulatory framework to nurture inspired leadership, sound management systems and transparent governance for better service delivery.</p> <p><strong>Keywords: </strong>Leadership, management, governance and service delivery</p> <p><strong>DOI: </strong>10.7176/PPAR/14-1-03</p> <p><strong>Publication date: </strong>January 31<sup>st</sup> 2024</p> <p><strong> </strong></p>https://www.iiste.org/Journals/index.php/PPAR/article/view/62103Exploring the Vagueness and Ambiguity of Ethiopian Law on the Formation of One Member Company in Ethiopia: How and Who is Eligible to Form One Member Company under Ethiopian Law?2024-02-17T14:37:45+00:00Beferdu Demisie Kesayed@d.com<p>One Member private limited company was practiced for a long time in the other jurisdiction of the world but it introduced as novel commercial vehicle to Ethiopia in the amended Ethiopian commercial law of 2021.The introduction of this type of company’s opens up new vistas of business opportunities particularly for sole proprietorships and entrepreneurs who can enjoy the advantages of limited liability, and the benefit of separate legal entity as well. The Amendment of half century commercial code of Ethiopia is sensible and indispensable one to conform to global trends and realities in the business world today. The focus this article is to deal with the formation of One Member Company and to explore the vagueness and obscurity of the Ethiopian commercial law which related to the membership of legal person in one member private limited company, qualification of nominee, remuneration of Nominee and other issues related to the conversion of one Member Company to the other companies in Ethiopian law.</p> <p><strong>Keywords: </strong>One member company, Nominee, Conversion, director, Single person, legal person, remuneration, member</p> <p><strong>DOI: </strong>10.7176/PPAR/14-1-04</p> <p><strong>Publication date: </strong>January 31<sup>st</sup> 2024</p> <p> </p>https://www.iiste.org/Journals/index.php/PPAR/article/view/62104The Leadership Challenges in Gambella Regional State: The Divorce between Knowing, Being and Doing2024-02-17T14:37:45+00:00Samson Dak Ochand@d.com<p>The problem addressed in this study is the divorce between knowing, being, and doing and explains why it is the major leadership challenge in Gambella Regional State. Knowing, being, and doing are the most important competences at contemporary and in the future a leader needs to have to solve new and poorly structured society problems in a complex environment. The study employed both quantitative and qualitative research approaches. The data were collected using questionnaire and interview. The study was conducted in Gambella Regional sectors and Gambella City Administration sectors. The respondents were from public, civil servants and political appointees. The political appointees’ respondents were selected purposively; other respondents were taken using random sampling. Findings revealed there is divorce between knowing, being and doing in government leadership. Under knowing leadership competence interpersonal skills, conceptual skills, technical skills, and tactical skills were assessed and above 60% of respondents replied the leadership in Gambella region does not possess these qualities. Under being leadership competence self-awareness, self-management, social-awareness and relationship-management were evaluated and over 60% of respondents rejected that the leadership in Gambella region has those skills. Under doing leadership competence influence, accomplishment of missions, improving organization, solving problems, overcoming obstacles, strengthen the team, achieving objectives, and seeking learning opportunities were assessed as well and more than 60% of respondents rejected that the leadership in Gambella region has these skills. To handle the challenges, the government in Gambella region needs to give on job training basing on those skills to leaders and civil servants.</p> <p><strong>Keywords:</strong> knowing, being, doing, leadership, competence</p> <p><strong>DOI: </strong>10.7176/PPAR/14-1-05</p> <p><strong>Publication date: </strong>January 31<sup>st</sup> 2024</p>